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TCHTA President’s Vision: Turks & Caicos as a Premier Service Destination

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#TurksandCaicos, September 9, 2021 – When hearing the name Turks and Caicos, our waters, our weather, and immaculate powdery white beaches immediately come to mind.

Allow me to take you on a journey from the “Beautiful by Nature” Turks and Caicos Islands of today, to a destination known not only for its pristine beauty but one rooted in providing an exceptional service experience to visitors and residents alike. To envision Turks & Caicos as a service destination means taking an explorative look at our current positioning, our strengths and weaknesses, and the critical components needed to shape that vision.

The prerequisite of a service destination is a strong service culture. In a world where ‘brand Turks and Caicos’ is synonymous with a high level of service, our philosophy and values regarding service excellence must be embedded in every area of our nation’s service delivery.

Worldwide, perceptions about countries have been carefully established and strengthened over time. This is not happenstance. It is curated, developed, and maintained.  A central idea and reputation of a country take years to build and to market, but when successful, the results are clear as indicated by our own personal thoughts when we hear a country’s name.

Japan has built a reputation for efficiency; Sweden is known as a global design capital; Italy has a strong reputation in luxury fashion; Singapore, strict laws surrounding cleanliness; Estonia, known for technology and the digitalization of public services. These are all examples of successful nation branding, and this is what it will take for the vision of Turks & Caicos as a service destination to be realized.

While our visitors encounter picture-worthy, memorable experiences, as a service destination we would provide an elevated version of what we currently do so well; one where attention to every detail is paid, we anticipate and satisfy guests’ needs, and provide an on-island experience that leaves the guest feeling more exhilarated than a vacation in any other destination has ever made them feel.

Now, imagine if we take this model of an elevated service experience and apply it beyond the tourism sector.  Nationally, there is a great deal of focus placed on the growth and management of tourism.  When we look at how our product has successfully evolved since the advent of the Turks & Caicos tourism industry, we can proudly boast of a destination that is growing and is among the most popular destinations in the region, among those with the highest annual daily rates experienced in the Caribbean. We see our culinary landscape development and a gentle push toward branding in that area as well. Ultimately, we are uniquely positioned to build on the existing branding and truly set ourselves apart.

However, if we embark on the journey to becoming a fully realized service destination, it will be no small feat. It requires a holistic approach and must be all-encompassing. Service excellence cannot exist only in our hospitality sector but must permeate both the public and private sectors if we are to achieve effective nation branding.

The question then becomes, can we achieve this? The answer: yes, we can!

Mahatma Gandhi said, “A customer is the most important visitor on our premises.  He is not dependent on us. We are dependent on him.  He is not an interruption in our work – he is the purpose of it.  We are not doing him a favor by serving him. He is doing us a favor by giving us the opportunity to serve him.”

This belief should be the guiding principle at the core of our nation branding if we hope to be regarded as a service destination.

There is a simple and abiding truth: if you don’t manage your country’s brand and perception, someone else will!

If we want to take charge of the emotion and feeling that comes to mind when the name Turks & Caicos is heard, there are key ingredients we must implement as we make a push to build our nation’s branding:

First and foremost, a strong vision of Turks & Caicos as a service destination is key. The vision and mission lay the foundation and must be clear to all involved.  Effective nation branding is one that is holistic in nature. It is the crafting of a framework that supports the positioning of the country on an international level in a strategic and deliberate way.

This framework creates the basis for the service culture across companies, organizations, and ultimately the country at large. It defines how we act, speak, and look. It essentially harmonizes what the world sees and thinks about us and helps to make the Turks and Caicos brand easily recognizable and reputable.

The second ingredient is alignment. Nation branding requires full stakeholder engagement. What does this mean? It means a complete buy-in from government, businesses, and citizens. Before you can successfully sell yourself to the world as a service destination, there must first be an indoctrination of this theme within the country. Whether young or old, indigenous or non-indigenous, there must be a complete buy-in. In short, service must be the DNA of the destination.

This can only be achieved if the proper mechanisms are put in place to ensure the culture being created is sustainable. Education, training, and continued development are key factors to the success of maintaining the standard of excellence once it is set.

And thirdly, there must be measurement and accountability.  Once we brand ourselves as a nation with a strong focus on service, it is important that we put checks and balances in place to ensure that we deliver across the board. Only then we will create the basis for culture credibility.

Why should we embark on becoming a service destination? Self-made millionaire and motivational speaker Jim Rohn once said, “If you make a sale, you can make a living. If you make an investment of time and good service, you can make a fortune.”

The key to any nation’s success is its ability to attract trade, investment, tourism, and talents. The strength of a nation’s service delivery and reputation can be the pivotal element to this as its overall perception has a distinct economic and social impact on its advancement.

Turks & Caicos as a service destination can significantly enhance the country’s competitiveness on the global stage and thereby support economic growth. This strong reputation can then be leveraged by all industry sectors for a united approach in the international markets.

Imagine a Turks & Caicos where your experience as a customer – whether with a government agency, your telecommunications provider, or even a service station – is honed specifically with you in mind.  A nationwide service culture provides the framework for providers to continue seeking ways to better serve you, the customer, and to ensure that every effort is made to provide exceptional service even in challenging circumstances.

It is said that courteous treatment will make a customer a walking advertisement. This is true and must apply not only to the service we deliver to our tourists and guests, but to the service we provide our citizens and residents as well.

With or without a push to brand ourselves nationally as a service destination, delivering a quality experience to clients and customers should be the objective of any business or organization in these islands. Take a good look at the inner workings of your business and examine whether or not you are operating with customer satisfaction in mind.

  • Do your policies work for you as an organization more than they do for your customer?
  • How can you optimize your policies with the customer or client in mind?
  • What new solution would lend to a more customer-friendly experience?
  • How do you ensure that the customer knows he/she is the most important component to the success of your business?

If we apply these questions to all business models, then we easily see a theme of service on a heightened level with tourism providers, investment organizations, public service agencies, and even our ‘Mom & Pop’ operations.

Once the key ingredients for nation branding are embedded in the country’s culture, this needs to be marketed to the masses. Here is where logos, slogans, and entertainment are developed to awaken the feelings and emotions that should be associated with your brand.

For this to resonate globally, no single organization should be responsible for this messaging. When nation branding is effective, an identity emerges that serves the country as well as the brands within it. Key operators leverage the theme of the nation’s brand to continue building value for the country and cementing the message of a strong service destination.

Let’s examine the Emirates model as an example. This airline not only markets and brands their company’s offerings but leverages the country’s image and culture essentially acting as a brand representative. They brand their product as an extension and representation of the national experience. This is what a complete buy-in throughout our country’s sectors will need to be. Everyone incorporating the central theme within their individual branding efforts to build a clear, consistent, credible, and competitive message.

I invite us all to begin thinking about the part we play in the branding of this wonderful country, and how we can develop a mindset of service excellence. This must be the order of the day without fail if we are to be regarded and recognized as a strong service destination.

Remember that a logo or slogan is not all there is to nation branding. The feelings, emotions, and perceptions that come to mind are indicative of our brand. If we are to stamp ourselves in this way, we must live and breathe service so much so that it is second nature.

The future of Turks and Caicos as a service destination begins with treating the customer as if you are that customer.

As Walt Disney once said, “Do what you do so well that they will want to see it again and bring their friends.”

 

 

Caribbean News

Pres Ali declares three days of national mourning following MV Barima tragedy July 21, 2026

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His Excellency Dr Mohamed Irfaan Ali has declared three days of national mourning following the tragic loss of lives in the M.V. Barima incident, as the nation continues to grieve alongside the families and communities affected.

The period of national mourning will be observed from Wednesday, July 22, through Friday, July 24, 2026, in honour of the victims of the tragedy. During this time, the National Flag will be flown at half-mast on all Government buildings and other appropriate locations across the country.

As part of the observances, Wednesday, July 22, has been designated a National Day of Prayer. A National Day of Prayer and Remembrance will be held at the Kingston Seawall in Georgetown, bringing together citizens in solidarity to honour the lives lost and offer support to grieving families.

The programme of remembrance will continue with a Night of Reflection and Prayer in Port Kaituma on Thursday, July 23, followed by another observance in Mabaruma on Friday, July 24.

The government is also encouraging religious organisations, civic groups and citizens throughout Guyana to organise candlelight vigils and moments of prayer during the three days as the nation collectively reflects on the tragedy and pays tribute to the victims. The declaration of national mourning underscores the government’s commitment to standing with the bereaved families and affected communities as Guyana mourns one of the country’s most heartbreaking maritime tragedies.

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Bahamas News

CARICOM Targets Affordability as Bahamas, TCI Continue to Feel the Pinch  

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By Deandrea Hamilton

 

Cheaper shipping. Lower energy costs. Better access to healthcare. Stronger consumer protections.

Those are among the measures CARICOM Heads of Government believe could finally begin reducing the stubbornly high cost of living for millions of people across the Caribbean.

Meeting in Saint Lucia, regional leaders agreed that making life more affordable must become one of the Community’s highest priorities. Their emerging strategy includes reducing freight costs through a regional ferry service, accelerating renewable energy projects to lessen dependence on imported fuel, expanding regional healthcare partnerships, strengthening consumer protection, and encouraging governments to adopt successful cost-of-living measures already being implemented across the Caribbean.

“Our discussions over the past four days were guided by one central objective – ensuring that CARICOM delivers results that people can see and feel in their everyday lives,” CARICOM Chairman and Saint Lucia Prime Minister Philip J. Pierre said.

Few places may welcome that relief more than The Bahamas and the Turks and Caicos Islands.

Although inflation has moderated in both countries from the sharp increases experienced following the pandemic, the cost of living remains stubbornly high. Families continue to complain about grocery bills that stretch household budgets, rising housing costs, expensive electricity, healthcare expenses and fuel prices that remain among the highest in the region.

Governments have responded.

In The Bahamas, successive reductions in Value Added Tax on selected goods and other targeted tax measures have sought to ease pressure on consumers. In the Turks and Caicos Islands, the Government this weekend opens applications for its $500 Cost of Living Relief Programme, acknowledging that many households continue to struggle despite the country’s economic success.

Yet affordability remains elusive.

The contradiction is difficult to ignore.

The Turks and Caicos Islands continues to post one of the region’s strongest tourism-driven economies, with robust investment, record visitor spending and sustained construction activity. The Bahamas has also strengthened its economic position, earning improved sovereign credit ratings as tourism, government revenues and fiscal performance continue to recover.

Yet those encouraging economic indicators have not translated into noticeably lower household expenses.

The reason is largely structural.

Both The Bahamas and the Turks and Caicos Islands produce relatively little of what they consume. Food, fuel, medicines, vehicles, building materials and countless household essentials are imported. Both countries also record significant trade deficits, illustrating their dependence on overseas suppliers. Every increase in global shipping costs, fuel prices or supply chain disruptions is eventually reflected in supermarket prices, utility bills and the cost of everyday living.

That is why CARICOM’s agenda matters.

If regional leaders succeed in lowering freight costs through an inter-island ferry network, expanding renewable energy, improving regional cargo movement, strengthening consumer protections and making healthcare more accessible through cooperation, the benefits could extend far beyond government balance sheets.

For Bahamians and Turks and Caicos Islanders, success will not be measured by another tourism record or another credit rating upgrade. It will be measured at the supermarket checkout, on the monthly electricity bill, at the gas pump and in the simple ability to afford a better quality of life.

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Caribbean News

From Pathways to Investment: Tackling the US $6 Billion Food Challenge for the Caribbean

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By Kenroy Roach

The Caribbean’s food systems challenge is fast evolving into a broader development challenge.

Despite decades of policy attention and investment, the region remains one of the most food import-dependent in the world, spending over US$6 billion annually. At the same time, countries continue to grapple with food insecurity, high rates of diet-related non-communicable diseases, climate vulnerability, and exposure to external shocks that can disrupt supply chains and drive up food prices almost overnight.

For Small Island Developing States (SIDS), food security has shifted from an agriculture focus alone, it’s about economic resilience, health, climate resilience and sustainable growth.

Recognizing this reality, Caribbean governments have elevated food systems transformation as a regional priority through the CARICOM 25 x 25 Plus Five Agenda, which seeks to reduce food import dependence while strengthening domestic production, regional trade, and resilience. Across Barbados and the Eastern Caribbean, governments have also developed National Food Systems Pathways that identify the investments, partnerships, and policy reforms needed to transform food systems and accelerate progress toward the Sustainable Development Goals (SDGs).

Yet one challenge has remained persistent: financing.

In the face of high levels of public debt and limited fiscal space, while public investment remains critical, Caribbean governments simply cannot shoulder the financing burden alone. Transforming food systems at scale requires mobilizing far greater private capital, alongside development finance and public resources.

This was the rationale behind the recent convened in Barbados.

The Forum brought together governments, investors, international financial institutions, private sector leaders, regional organizations, and the United Nations around a simple proposition: food systems should be viewed not only as a development priority, but also as an investable asset class.

A distinguishing feature of the innovative gathering was its focus on attracting private investment—particularly private equity, impact investment, and blended finance solutions capable of supporting businesses and infrastructure across food value chains. By helping enterprises access growth capital and connecting investors with scalable opportunities, the initiative sought to unlock financing that complements public investment rather than adding to already constrained public balance sheets.

A key outcome was the launch of a regional Deal Book comprising approximately US$320 million in investment opportunities across seven countries, spanning agriculture, fisheries, agro-processing, logistics, and strategic food systems infrastructure. The Deal Book created a practical bridge between capital seeking opportunities and opportunities seeking capital, while enabling direct engagement between governments, enterprises, and investors.

The results were encouraging.

Across four sector-focused deal rooms, participants explored investment-ready and near-investment-ready opportunities and discussed blended finance private equity, risk-sharing, and partnerships to advance projects toward implementation.

The Forum highlighted a shift in perspective: food systems are now seen as strategic drivers of economic diversification, resilience, competitiveness, and growth. Investments across production, processing, logistics, and distribution can strengthen regional supply chains, create new businesses, generate jobs, and reduce vulnerability to external shocks.

For the United Nations, this experience reinforced an important lesson.

Transforming food systems requires more than the technical expertise of individual agencies. It requires integrated solutions that connect agriculture, nutrition, health, climate resilience, trade, private sector development, and financing.

This is where the Resident Coordinator System plays a critical role.

Across Barbados and the Eastern Caribbean, the Resident Coordinator Office has united UN system capabilities around a common food systems agenda. Working with FAO, WFP, the UN Food Systems Coordination Hub, and other partners, the RCO has helped align policy support, technical expertise, partnerships, and financing with nationally identified priorities.

The Forum demonstrated this integrated approach by convening governments, investors, development finance institutions, private sector actors, and UN agencies around a common objective. It showcased the UN’s comparative advantage as a trusted broker capable of connecting development priorities with investment opportunities.

The Forum’s success will be measured not by dialogue generated, but by investments mobilized, businesses expanded, and progress made toward resilient, competitive Caribbean food systems across the Caribbean.

Its most important outcome may therefore be what comes next.

The work starts now.

Kenroy Roach is Head of the UN Resident Coordinator Office for Barbados and the Eastern Caribbean

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